BA 110 Fundamentals in Management and Marketing Module 1 PDF

COLLEGE OF COMMERCE BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP PROGRAMS MODULE 1 BA 110 – FUNDAMENTALS IN MANAGEMENT AND MARKETING 1. Introduction to Managem...

COLLEGE OF COMMERCE BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP PROGRAMS MODULE 1 BA 110 – FUNDAMENTALS IN MANAGEMENT AND MARKETING 1. Introduction to Management Module 1: Introduction to Management Topics: 1.1 Definition and Functions of Management 1.2 Historical Development of Management Theories 1.3 Role of Managers in Organizations Learning Outcomes By the end of this module, students should be able to: Define management and identify its primary functions. Explain the historical development of management theories and their relevance. Describe the roles and skills of managers in various organizational contexts. LESSON DISCUSSION: I. Introduction Management is a crucial function in any organization, whether it’s a multinational corporation, a small business, or even a non-profit organization. Effective management ensures that resources are used efficiently and that organizational goals are met. In this lesson, we will explore what management entails, trace the evolution of management theories, and discuss the vital roles that managers play in organizations. II. Definition and Functions of Management A. What is Management? Management can be defined as the process of coordinating and overseeing the work activities of others so that organizational goals can be accomplished efficiently and effectively. Management is both an art and a science, involving creativity, intuition, and systematic analysis. B. The Four Primary Functions of Management Management is often broken down into four main functions: 1. Planning 2024-2025 Module for BA 110 (Fundamentals of Management and Marketing) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 1 of 6  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP oPlanning involves setting goals, establishing strategies, and developing plans to coordinate activities. It is the roadmap that guides an organization towards achieving its objectives. For example, a company may plan to increase its market share by launching a new product. 2. Organizing o Organizing involves arranging tasks, people, and other resources to accomplish the work. This function includes designing the structure of the organization, allocating resources, and assigning responsibilities. For instance, organizing could mean setting up departments within a company, such as marketing, finance, and human resources. 3. Leading o Leading is about motivating, directing, and otherwise influencing people to work hard to achieve the organization’s goals. Leadership includes communication, motivation, and supervision. For example, a manager might lead by encouraging team members to meet their targets and providing them with the necessary support. 4. Controlling o Controlling involves monitoring and evaluating the progress towards achieving the organization’s goals. This function ensures that everything is going according to plan and allows for corrective actions if necessary. An example of controlling is a manager reviewing financial reports to ensure the company is staying within budget. III. Historical Development of Management Theories A. Early Management Theories The practice of management has evolved significantly over time. Early management theories laid the foundation for modern management practices: 1. Scientific Management (Frederick Taylor) o Developed in the late 19th and early 20th centuries, scientific management focused on improving efficiency by scientifically analyzing workflows. Taylor believed that by optimizing and simplifying jobs, productivity could be increased. His approach emphasized time studies, standardization, and the use of incentives to motivate workers. 2. Administrative Theory (Henri Fayol) o Fayol, a contemporary of Taylor, developed the administrative theory, which focused on the management process itself. He identified 14 principles of management, including division of work, authority and responsibility, unity of command, and scalar chain. Fayol’s work laid the groundwork for the functions of management that we use today. B. Behavioral Approaches 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 2 of 6  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP In response to the limitations of early management theories, the behavioral approach emerged, emphasizing the importance of human factors in management: 1. Human Relations Movement (Elton Mayo) o Elton Mayo’s Hawthorne Studies in the 1920s and 1930s revealed that social factors and worker satisfaction were key to productivity. The human relations movement stressed the importance of understanding human behavior, particularly in terms of motivation, group dynamics, and leadership. C. Modern Management Theories As organizations grew more complex, new management theories were developed to address the challenges of the modern era: 1. Systems Theory o Systems theory views an organization as a system composed of interrelated parts that work together to achieve a common goal. It emphasizes the importance of understanding the organization as a whole, rather than focusing on individual components. 2. Contingency Theory o Contingency theory suggests that there is no one best way to manage an organization. Instead, the best management approach depends on the specific circumstances and context. Managers must be adaptable and consider various factors, such as the environment, technology, and organizational size. 3. Total Quality Management (TQM) o TQM is a management philosophy that emphasizes continuous improvement, customer satisfaction, and the involvement of all employees in the quality improvement process. It focuses on long-term success through customer satisfaction and is widely used in various industries. IV. Role of Managers in Organizations A. Levels of Management Managers operate at different levels within an organization: 1. Top-Level Managers o These managers are responsible for making long-term strategic decisions that affect the entire organization. They set overall goals and policies, and examples include CEOs, presidents, and vice presidents. 2. Middle-Level Managers o Middle managers implement the strategies set by top management. They oversee specific departments or units and ensure that the goals set by top management are met. Examples include department heads and division managers. 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 3 of 6  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP 3. First-Line Managers o First-line managers supervise and coordinate the activities of non-managerial employees. They are directly involved in day-to-day operations. Examples include supervisors, team leaders, and foremen. B. Managerial Roles According to Henry Mintzberg, managers perform three primary roles: 1. Interpersonal Roles o Managers act as figureheads, leaders, and liaisons. They are the face of the organization and are responsible for building and maintaining relationships. 2. Informational Roles o Managers monitor and disseminate information within the organization. They act as spokespersons, providing information to employees and external stakeholders. 3. Decisional Roles o Managers make decisions that affect the organization. These roles include being entrepreneurs, disturbance handlers, resource allocators, and negotiators. C. Skills Required by Managers To be effective, managers need to possess a variety of skills: 1. Technical Skills o These are the specific knowledge and abilities required to perform tasks related to a particular job or industry. For example, an IT manager needs to have technical knowledge of computer systems. 2. Human Skills o These skills involve the ability to work well with others, both individually and in groups. Human skills are essential for communication, leadership, and motivation. 3. Conceptual Skills o Conceptual skills involve the ability to think abstractly and see the big picture. These skills are crucial for top-level managers who need to strategize and plan for the future. V. Teaching and Learning Activities A. Lecture (1 hour) The lecture will cover the topics discussed above, providing students with a solid understanding of the basics of management, its historical development, and the roles managers play in organizations. Use visual aids like PowerPoint slides, diagrams, and real-world examples to illustrate key points. 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 4 of 6  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP B. Group Discussion (1 hour) Divide the class into small groups and assign each group a specific management function, theory, or managerial role to discuss. Encourage students to relate the theory or function to real-life examples, either from personal experience or well-known organizations. Each group will then share their findings with the class, fostering a collaborative learning environment. VI. Assessment Task: Group Presentation (1 hour) Task: Each group will create a presentation based on their discussion topic. The presentation should include: o An explanation of the assigned management function, theory, or role. o Real-life examples or case studies that illustrate the concept. o A critical analysis of the concept’s relevance in today’s business environment. Evaluation Criteria: o Content Understanding: Clear and accurate explanation of the topic. o Application: Use of relevant examples to illustrate the concept. o Creativity: Innovative and engaging presentation methods. o Teamwork: Effective collaboration and participation from all group members. o Presentation Skills: Clarity, confidence, and the ability to engage the audience. VII. Conclusion This lesson provides students with a comprehensive overview of management, including its definition, functions, historical context, and the roles of managers. By engaging in discussions and presentations, students will be able to apply these concepts to real-world scenarios, preparing them for future roles in management and leadership. References Robbins, S. P., Coulter, M., & De Cenzo, D. A. (2021). Fundamentals of Management (11th ed.). Pearson Education. Daft, R. L. (2020). Management (14th ed.). Cengage Learning. Jones, G. R., & George, J. M. (2019). Essentials of Contemporary Management (8th ed.). McGraw-Hill Education. Mintzberg, H. (1973). The Nature of Managerial Work. Harper & Row. Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers. 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 5 of 6  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 6 of 6